The Cheese Mall: The Perfect Hors D'oeuvre to Starting Up

‘Starting up is hard to do’ is how the song should have gone – as indeed, getting started in business can be very testing.  However, help is at hand for those of you considering, or commencing the start-up phase.  

As an SME and enterprise development consultant, I am well-acquainted with the trials and tribulations of enterprise start-up and development.  The individual barriers people encounter when it comes to getting a handle on their offering, the research and planning involved and their own fears about the perceived reality of business.  

“The Cheese Mall” is a perfect antidote to allay all these worries and provides a practical, no-nonsense approach to getting going.  Don’t be fooled by the fun, charming title and its two characters though – this book means business when it comes to the reality of the work involved and how, at times, it can be a little scary for those involved.

Matthew and Millie, our two entrepreneurs, have braved the recession and redundancy [like so many], and in so-doing, identified a perceived niche in the market... all they have to do now is test its potential and commercialise it.  Oh, and get the all-important business plan compiled for Mr. Grudge at the Mouse People’s Bank.  

I can hear the cogs in some readers’ brains turning – considering this to be ‘something I don’t need to read’ – sorry, folks, you do.  While “The Cheese Mall” provides an endearing backdrop and two wise mice to narrate the story – it also provides a step-by-step of starting up in a clear, concise manner.  Matthew and Millie act as two entrepreneurs who the author, Bernie Tracey and I, would regularly see for advice.  Frequently these candidates are overwhelmed by the task involved, unsure of where to go next and most worryingly, likely to give up on an idea before they even find out whether it’s viable.

“The Cheese Mall” is a must-read for would-be entrepreneurs or those currently running micro and SMEs; as while a step-by-step features for all those considering a new market offering, there is also some serious reality-checking for business-owners on what they’re doing or not doing as the case may be.

Rural Enterprise: Limbering Up in the Wake of the Tiger

Image: Blog. Eogn.Com

This topic has arisen on several occasions recently in conversation with colleagues around the country.  When I talk about rural enterprise, in terms of the SME and start-up businesses I support, and the rural enterprise development agencies I work with - there is often either a] a nod of feigned-appreciation or b]a quizzical expression, intimating total lack of comprehension.

On the odd occasion [c] a convivial conversation takes place, extolling the virtues of enterprise development projects, and how they can make a difference.  However, that doesn't happen all that much.

Rural enterprise is different.  Why? Well, for many reasons, not least because it is an area which has been hugely impacted by the recession, though this is not always mentioned in dispatches.

Over the last year, I have spent quite a bit of time on the road, travelling from county to county and taking in the devastation the 'Tiger' has left in its wake.  Not so much Tiger's roar, as Tiger's detritus.  It has struck me, immensely, that villages have been left bereft, barren as a result of the recession - small towns that once bustled with markets, local shops and pubs now find themselves boarded-up and grey.  It's a hugely depressing vista.

One such example is in a town I drove through on the way home from a meeting.  Realising I needed to pull in and turn around to get on the right road, I drove into what I thought was a functioning hotel's drive-way, only to be presented with overgrown weeds and the view of a plush foyer adorned with brand-new furniture, but shut-tight.  It was a truly shattering sight.

Clearly, in challenges, we find opportunity.  There are realities to the times we live in and there are, very definitely, economic and social issues which will take time to ameliorate.  However, it is fair to say that some green shoots are determinedly making their way to the surface and hopefully, showing others what can be done in more arduous times.

So, why is rural enterprise different, and what can be done to encourage those aforementioned green shoots?

Rural enterprise is not the same as urban business development.  For one, there are other considerations immediately on start-up that businesses commencing in urban centres don't have to even think about! Infrastructure, actual access to support organisations and technology [e.g. remoteness] and the sense that self-employment is really a feasible option.  Obviously there are more common issues too, such as access to finance and scope of market.

Those being the challenges, what can people like me, and the organisations I work with do to harness, support and develop rural enterprise potential? As the much-overused phase of Einstein's goes: "the definition of insanity is doing the same thing again and again, and expecting different results".  Where rural enterprise is concerned, the same view should apply.  Prescriptive doesn't work, insightful does.

Based on my experience, and insights garnered from colleagues [not least, those involved in the 'Rural Alliances' INTERREG project], some key focuses and actions targeted as central to the development of rural enterprise are:

• Demystifying the challenges at start-up: a less-prescriptive approach to enterprise start-up;
• Fresh-thinking & innovation in rural communities: development of fresh attitudes to employment, including agri-diversification and social enterprise;
• Enterprise growth is not confined to rural hubs or towns: visibility of enterprise supports in rural areas, not just towns and hubs;
• Building networks and developing linkage: creation of appropriate networks and clusters to support resourcefulness, sustainable employment and community alliances;
• Encouragement of export potential: highlighting the potential of export for rural micro-enterprises and SMEs.

Obviously these steps won't work overnight but they will, with the right strategy and focus, facilitate new thinking and opportunities for people, and as such, begin the work of rebuilding from green shoots.

Gender Quotas and Binders Full of Women... the Perception Issue

Photo: International Business Times

So I reckoned that this title would generate quite a few titters of amusement, not least of all because ones' intention is not so diametrically opposed to the other as it might seem!

Over the last few years, I've been engaged in projects which - in one way or another - were focused on supporting, harnessing and developing female entrepreneurship.  Some have been voluntary; others have been in the course of my work with clients; the principal rationale which united them all? An attempt to make a difference.

Returning to my somewhat comedic blog-title, I'm consciously aware of the various bids of late by Governments at home and abroad, as well as those in the social entrepreneurship 'space' to do their bit [and it should be noted that many are making serious headway] to enhance the visibility of politics, decision-making and entrepreneurship as real career options for women.

The reality, however, is that perception is still an issue.  I don't say this as a throwaway comment, but one which I encounter every day, in conversation with colleagues I respect and admire, as well as those who I may have battled in the past.

What do I mean? Perception, as is often said, is reality.  In this instance,  perception of female-centric platforms and programmes can be held as: "YET another measure - more of the same" or "more boring on about gender equality again".  Talking to Focus SME's Kehlan Kirwan last Saturday morning for the Small Business Show, I mentioned a regular perception I come across - that female-focused programmes are often perceived as 'sexist' .  I might add, that this perception is coming from those who should know better, some are [shock-horror] women and others are entrepreneurs.

Are you not getting it folks? If we don't support the non-engaged, they never will engage? For entrepreneurship alone, women are still behind, with less than 50% of start-ups in 2010 being female-led and only 15-18% of leadership positions in entrepreneurship being held by women [Enterprise Europe Network - 2010]

The fact is, the change is still a-coming, and it's taking longer than we thought.  Last year, I wrote a short, sharp post inspired by Moira Forbes, and her view that there was a sense of "Groundhog Day" about the gender issue.  To be honest, as I sit here, 21 months later, I'm feeling a sense of déjà-vu myself.  

The other perception issue lies with our 'end users' - women who are still afraid to put their heads above the parapet for fear of many things, not least of all, not being taken seriously.  

To speak from my own experience, I certainly had many moments of absolute fear - not least of all, those moments when I realised I was doing battle on a playing field where I was about twenty years younger and a different gender to my colleagues.  Still, one must carry on regardless, even when one is absolutely terrified.  

What made me different? What gave me the steel in my spine at times when I could have bent-double? A network; role models; and most of all, an unerring need to continue on, fueled by support and belief.  

So, in sum - for those of us seeking to entice, support and develop the potential of women in politics, enterprise, decision-making or other walks - we need to remember the tenets borne-out by the European Commission [Enterprise Europe Network] in recent years:

• Visibility of role models;

• Access to tailored training and mentoring;

• Networks focused on mutual support.

.. and finally, when we've achieved that, a little cultural, attitudinal change wouldn't go amiss.  But that's a whole other story [blog post].

My Start Up Story

Photo: Michael McLaughlin Studios

I think I probably always knew I’d work for myself – but wasn’t entirely sure when it would actually happen.  Like many others struggling to make a decisive choice at university time, I had vacillated between journalism, commerce, arts, law, HRM and PR.  A little career schizophrenia seemed to be problem.  

Having lolled away many summers post-exams, the year of my Leaving Certificate proved to be a defining moment for me, as I discovered something I was passionate about.  Encouraged by my parents [for that, read – ordered] to get a summer job, as opposed to spending countless hours ogling MTV,  I ended up working in a young Telecoms company, and quickly working my way up the line.  Needless to say, my decision to defer university wasn’t received with great delight, but when I did actually choose to return, I felt I’d made the right decision.  

The experience of being at the central point of an SME’s growth defined my career for me.  I loved how dynamic the experience was, how many different ‘hats’ we all wore and how strategic decision-making could really shape the business’s trajectory.  I was also hugely focused on the role of individual capability in driving business forward and the necessity for unity in every aspect of how the organisation operated.  

With my people-focus, I left the SME world and headed for roles with large MNCs before deciding that HRM wasn’t for me.  I returned to small business, and added to my project management and communications repertoire, before finally taking the plunge into self-employment, just over two years ago.

When I set up Irish Business Intelligence, my chief aim was to support small business to communicate more effectively, to achieve more in their business through clearer strategy and to ensure that they were doing business better than their competitors.  It was hard to label what I actually meant, what was my value proposition? I’d worked in HRM, CRM, Marketing, Operations across retail, finance, telecoms, professional services and manufacturing... how did that add value? Put simply, I wanted to help SMEs do business better... to harness entrepreneurial capability.

Nowadays, support for small business and SMEs is more critical than ever before.  We all regularly hear of the important role SMEs will play in redeveloping the Irish economy, and this is an honest sentiment.  However, the critical issues are centred on a more cultural shift towards seeing entrepreneurship as a career choice, and one which can be fulfilling when you know how and can develop your own potential with the right supports.  

Starting up.. the good, the arrogant and the terrified

Photo - C/O Professional Job Prep

Not exactly the good, the bad and the ugly...but starting up isn't quite as easy to categorise.

Having worked with start-ups of all varieties, shapes and forms - there are recurrent themes which surface time after time.  Though some issues tend to be more apparent in the female entrepreneur [more of which appearing in another post], I can loosely categorise most start-ups as good, arrogant or terrified.

The good [we'll start with the nice ones first] are typically positive, focused and diligent folk.  They remain clear-headed about their future and current priorities, unflinching in their commitment to quality and driven to achieve.  They take advice and are open to suggestion.  Failure isn't in their lexicon, and challenges are simply opportunities disguised.  Learning is central to their existence.

The arrogant typically slouch in their seat and gaze out the window during presentations... they snub suggestions because they possess all the world's infinite knowledge.  The thing is, they're not even sure why they're here, because, after all - they KNOW it all! Unfortunately for these guys - they often don't... but won't admit this, and sometimes never do, until it's too late.

Finally - we meet the terrified - for them, this whole experience is just too much.  Every day is a toil and every iota of work along the way is an ordeal.  Start-ups can commence 'life' at this point and move on to good - but it takes time, nourishment and support to get them there.  If there is no movement, however, they may perish on the shelf of paralysis, forever wondering why they bothered even trying in the first place.

If you're a start-up, or if you're thinking about starting up, get a grip on where you sit in the above attitudinal barometer.  Being frightened is understandable, starting up is a scary place to be, betimes - but the best medicine for fear in business is action.  Arrogance, however, leads to a sticky end if it's not remedied, so if you think you might be a bit lofty, do something about it.  Climb down from the height of the know-all, you won't regret it.

Business Productivity: The Importance Of Playing To Your Strengths

From: TweakYourBiz

It’s a statement we hear throughout our lives.  As school-leavers, when it comes to making those all-important decisions about our career and later, our business productivity - those around us are often heard recommending ”playing to your strengths”.

Simply a Proverb?

I have to admit using [and abusing] this exact statement over the years – advocating it to many – and not always sticking to it myself.  However, like many such proverbs, there is a clear undercurrent of truth to it, and a message we should all take on board.

Your Business Productivity

# 1. Find a Job You Love

Sticking with the subject of proverbs, I always remember my first Management Theory lecture, when my lecturer opened with the following teaser: “find a job you love, and you’ll never work a day in your life… the challenge is finding that job”.

Most of us who follow that challenge into self-employment have actually fulfilled the task… however, that doesn’t completely eradicate irritations or frustrations [aka, not always 'strengths'].

The key is in recognising that this is the case, and not dwelling on it.

For every hour you spend undertaking an element of your workload that bores, frustrates or exhausts you, you deny yourself the time to spend on things you relish.  The irony being, the things you relish and enjoy often generate positive outcomes for your business.

# 2. Be careful  around Energy – v – Exhaustion

We can all relate to that task we abhor: the monthly accounts report, the marketing budget, those pesky forms… they drain us of energy, focus and motivation, and worse still, leave us feeling negative towards our business.

Not a good ‘place’ to be when you’re working on growth plans, exploring new services or products, or preparing for a special client presentation.

What can you do? Well, it’s not quite as simple as waving a magic wand, sadly, but you can manage more cleverly…

# 3. And Manage the Negative Tasks

Well, of course, in an ideal world, we’d all be able to outsource or delegate them away… so if you can, then… DO!

For those of us with limited resources, a better way of managing the *yuck* tasks, is to break them down into smaller chunks, minimising the impact the job has on your general motivation [and head-space!].

Another good idea is to actively reinforce the success you feel when the job is done [giving yourself a pat on the back].  This tends to help in attacking similar work on a regular basis.

Depending on the person, allocating a specific period of time to manage the piece of work also pays dividends [an end is in sight!].

The Proof is in the Pudding

Yes, yet another proverb.  Undoubtedly, spending more time on the things we enjoy, our strengths – propagates more energy, creativity and enthusiasm in all of us.  Defining ourselves by the things we dislike or are not strengths of ours, is detrimental to the way we communicate, interact and sell our businesses.

Considering the things you enjoy and contribute to positively - do you spend much or little time on them?

Ultimately, when we consider the times we excel in business – it’s easy to understand why.  There’s harmony, ease and alacrity in our actions; things just seem to ‘work’ and adversity feels minimal.  It’s called playing to your strengths.

Being realistic, of course, there are times when we have to do the *yuck* stuff, however – we can minimise and manage its impact on our business productivity – and ultimately ensure that we’re playing to our strengths as much and often as possible.  Make sure you do, and the proof will be in the pudding.

This post was inspired by Mike Gaffney of LEAP Consultants.

Eyes Wide Open for Opportunity

Image: TweakYourBiz

It might sound like a simple analogy, but keeping your eyes ‘open’ for opportunity, in order to facilitate ongoing business growth is key in strategic development and informing your business’s trajectory in the long and short-term.
Is it really THAT simple?

One could argue that opportunities are loosely defined as something unseen, unknown or new… something that ‘appears’ out of nowhere. I’m divided in my view in this sense; it seems to me that opportunity is only hidden or unseen if you don’t have clarity and a defined set of strategic goals for your business. Yes, opportunities can be unknown in that they aren’t always clear to you on first view, but with a little precision in terms of your own objectives, an opportunity can present itself.

Er, what?

Opportunity presents itself when you are clearly aligned to your business’s purpose, with a strong understanding of your marketplace, stakeholders and influencers, positioning and offering [including value proposition]. It’s like being at the bus-stop at the right time. Pay no attention to the key elements of ensuring you are present for opportunity and your eyes are closed tightly. Visibility and credibility are key elements in opportunity-attraction. Hence some of the pointers already mentioned are so important. Ensuring your message is clear, evidence of ability is readily-available and networking / marketing yourself well are central tenets to attracting the right opportunities for your business.

Seen or heard? Well, both actually!

Business opportunities are there to be seen – as well as presented to you and heard of by you – when you are truly aligned to your business’s position [and it's the right one for you, obviously!]. When business owners feel they’re ‘missing out’ on opportunities, it’s usually as a result of strategy, position, reputation or other individual leadership decisions. Ask yourself, are your eyes open to opportunity?

What should I do to check?

As with many issues in business development, strategy is at the heart of any planned growth and identification of key objectives will drive your strategy. How do you identify these objectives, I hear you ask? Well – assuming you understand the markets, customers, financial and internal operational targets you want to reach – any objectives set should resonate these targets and the achievement of them.

Objective-driven opportunities…

When we have clarity in our business objectives, unsurprisingly, opportunities do present themselves [either directly or as a result of our own consciousness and clarity]. Why is this? Simply because, when we know, as business owners, what it is we want to achieve with our business, it’s far easier to spot the actions which will assist us in achieving them. Anyone coming across my posts in the past will note a theme of the following areas [!] – clarity, strategy, vision and message. Can you see why these areas are so important in keeping your ‘eyes open’ for opportunity?

Opportunity knocks: make sure you’re there to answer the door

Some definitions of opportunity include references to sets of circumstance that make it possible to do something or chance, occasion, opening, possibility. Can you see that you can exercise control and influence over these situations? Know what it is you’re looking for, and the opportunity is there to be seen.

The old adage of “opportunity knocks” is true… it’s up to you to make sure you’re prepared and present to open the door.

Fuel Your Vision [Your Vision will Fuel You!]

From TweakYourBiz

I realize it may sound a little ‘fluffy’, but vision really is key to the success of any business. Most of you following my tweets and posts will know that I focus entirely on two main qualities in business projects – strategy and message. Both of these key areas are defined by vision.

What am I on about?

When we, as entrepreneurs, set about researching, starting up, or developing a business, it is defined by a vision. It may not be articulated, clearly identified or expressed – but it exists in the reason why we do what we do. Some would argue that, no, it’s not vision, it’s necessity or reality, or it just IS. I disagree; if we’re really serious about what it is we want to achieve in business [as in life!] we have a vision of what success looks like.

The science behind vision

It can sometimes be alluded to as scientific, but for me, vision is instinctual and exists in the values, hopes and dreams of the entrepreneur or business owner.

· The science ‘bit’ comes from the understanding of key actual realities within the marketplace, competition, product / service scalability and so-on.

· However, putting a more romantic spin on things, vision is also defined by how you see your business in the future – what it will be perceived as [market or thought leader, innovator, tradition-restorative, global phenomenon], who the customer will be, size of market-share, where the product or service will be sold and the structure of the organisation.

The science and instinct cross-over.

Fuel the vision

Times are challenging, and even when they’re not, now is always a good time to take stock, review and move on. Fueling the vision is part of this process; noting what is working, addressing what isn’t and being bold about the things we want to achieve in business is paramount in driving our businesses onwards.

I’m always inspired [and motivated] by the vision fueling entrepreneurs such as Irishman John Concannon, and further afield, Richard Branson. Both individuals speak openly about always having something new to focus on. Another milestone, wild idea, aspiration… in essence, more fuel in the tank.

Fuel your vision and it’ll fuel you…

I’ve already mentioned the trials and tribulations we face as business-owners, founders and MDs – however for those of us on the level, or upward trajectory – the fuel tank can run dry when you least expect it. How? The antithesis of vision: complacency.

· Success is a wonderful feeling when it happens; but it can also engender feelings of laxity in those experiencing it. Mainly because the journey to that point can be arduous, hard-fought and oft-exhausting.

· There’s no risk in basking [for a short-time] in the glory of your win, but don’t make it a permanent state.

Speaking to a colleague in the small business support arena some time back, we touched on the risks for SMEs – her #1 concern? Complacency. Ignore it at your peril. Keeping the vision ‘tank’ replete at all times, or refueling regularly keeps complacency at bay.

Regular re-fuels

Ensuring you make time to stop and re-imagine the vision is key. The thread of this article is to provide you with a nudge to do just that.

· When you ensure you’re regularly assessing your progress and closeness to the actualisation of your vision, you’re also making great strides in business.

· Raising your game, identifying new opportunities and always monitoring what you can do better for your customer is integral to ongoing success, growth and future possibilities.

… and finally!

Don’t fall foul to the complacency bug: when it has bitten, there can be serious repercussions, not least for the willing victim!

The (Dis)connect Between the Micro and Macro Economic Picture

Susan Hayes, the Positive Economist

“When do you think it’s going to get better?” is a familiar start to many Irish conversations these days and I often find myself wondering what is the signal people are looking for? What is “it” and how will they know when”it” really does get better?

In economic theory, a recession occurs when there are two consecutive periods of economic decline in terms of GDP. According to the most figures released by the CSO, 2011 was the first year that Irish GDP rose in four years. However, our economic growth has turned negative in the first quarter of the year. The thing is though, that according to this data, “it” got better last year. Yet, did our tone of conversation change? If it did, I didn’t notice any joyous outburst on the airwaves of Joe Duffy?

Perhaps, people are waiting for us to get back on the bond markets? Well, we sold €500 million of 3 month debt in July, are on course to be back fully back to the capital markets next year and are the only country to have locked in the bond yield fall since the EU Summit at the end of June. Maybe it’s the real estate market – we are waiting for properties to shift off the market. According to daft.ie, there are 16% less homes available for sale since last June and, across the media airwaves last month, commentators discussed the rise in the price of property. Could it be that we will all be happy when we know that others around us have enough confidence in the economy to set up enterprises relying on this green island for custom? According to vision-net, for every one company that closed last year, approximately 3.5 enterprises were born into life.

Of course, it would be easy to fall back on exports ( the IEA told us that “On the advantage of the weaker euro to the US Dollar .... the current rate is 7.9% below the monthly average across last year, and represents a €1.7 billion gain to Irish goods export companies” and in its half year review, the IDA reported that its “client companies announced in excess of 5,000 jobs in the first six months of 2012, continuing the strong flow of Foreign Direct Investment (FDI) which occurred in 2011”. They have been the silver lining throughout our economic cloud, so let’s not mention them.

Olwen Dawe, Irish Business Intelligence

Selectivity has not been applied in choosing the data; from the most painful indicators (business collapses and bond yields) as well as the perennial green shoots (exports and FDI). However, in each case, there is a reason to be optimistic. Is this down to a sunny disposition or because genuine recovery is taking place? That’s not for us to answer, but to question.

The thing is that macro-economic indicators tell us about exactly that... the MACRO economy. If somebody is unemployed and the employment figures go up, does that automatically mean they have better chances of getting a job? Maybe not. If domestic demand contracts further next year, does that mean that my company’s profitability will move in the same way? Why should it? I suggest to you to define your own “it”. What is your personal KPI (key performance indicator)? How will you know that your economic circumstances improve – is it a pay rise, an increase in your company’s bottom line or a stabilisation of your savings.

Unfortunately, many people aren’t thinking quantitatively, but qualitatively. They are letting the news, general negative conversation and a contagious feeling of “it’s all bad” blind the objectivity of their view. Indeed, there are some very cash-strapped households on this Emerald Isle and there is forced emigration, bitter unemployment as well as a host of other gut-wrenching elements of “the current climate”. It must also be acknowledged that there are also lots of people with money, job security and bright prospects ahead of them. However, they don’t see that as the country has been enveloped by an intangible fear which has tightened the spend power of the majority. If those who could spend and wanted to spend, went out and spent, it would help the entire economy and may even push us into a self-fulfilling prophecy.

Every day we have the choice of tuning in [or out] the background noise of our ‘current economic climate’. Though the content of today’s commentary is improving somewhat, the drone of negativity has had a profound impact on most business people – whether they’re surviving or thriving. While, on the one hand, emphasis is continually placed on the importance of micro-enterprises in job creation, they are also the ‘one-man-bands’ who fear increased taxation, a poor future for their children and financial insecurity. How does this affect the likelihood of their business developing in the short and long term? Critically.

Every day, each one of us has a choice: to connect with the background noise, or not.

Further, we have the choice to strive for the outcome we know is feasible, to research and understand the possibilities of change in the way we do business, to ask for help. A large percentage of the issues presented to executive and business coaches are simply accounted for by lack of research or vision. It’s true, not everyone is cut out for self-employment – if you’re not, you’ll find out very quickly. If you have developed a product or service which could make you the next Trump or Branson, your market may not be ready for it – what do you do? Go back to the drawing board.

The misconception for most entrepreneurs is that a business plan [and many shiver at the distinct notion of it] is a necessity for someone else. Wrong. It guides your business’s trajectory. In every sense. It contains the heart and soul of the business, acts as a roadmap, and maintains focus for the individuals at the helm of the business. It IS the drawing board.

It is yours to highlight, step-by-step, how you will achieve your business’s vision – key clients, positioning, markets, figures – and the one place you must start at when things don’t appear to be developing as you wish. It’s the point at which you can park your business concerns and understand why the ‘as is’ isn’t reaching the ‘to be’ in the time you had planned it to.

So, in going “back to the drawing board’, that’s an assumption that you have an honest, clear and strategic one to start with. Your drawing board is an organic item – it grows and develops – it’s got a sell-by date too, so make sure you keep an eye on it. It’s important to review it quarterly or more if you can... that way you can manage and investigate possibilities, review what isn’t working and why. For those of us who advise business-owners, our role is to examine, guide and provide insight – to avoid jargon and contribute effectively to the drawing board. Keep your drawing board fresh and alive by exploring new markets, examining your product ‘line’ or business model and always striving for excellence.

Staying competitive in today’s market means innovating. Another misconception amongst entrepreneurs is that ‘innovation’ always means technical, scientific advancements. Not true! It can, but these days, innovation often refers to executing an established concept in a new, more effective way – or taking a product or service and re-engineering how it is delivered. Identifying a ‘market in the gap’ is another successful way of innovating.

Strategic Plan Implementation - the What, How, Who & When...

Image courtesy of: teamaltman.com

Following my last blog, I promised I'd talk 'nitty gritty' and the fun and games of implementation.

When we've finally wound our heads around the big vision and fully understood where it is we really want to be, we've got to look to the what, how, who and when of our implementation plan.

Implementation can be likened to a recipe; you've got to have the right ingredients, timing, direction and application to deliver the finished product [e.g. the plans' objectives].  What does this translate into for you, as Owners, CEOs, or whatever you refer to yourself as? Simply, a clear layout of the route your specific strategic objectives will need to travel in order to come to fruition.

Take, for example, the area of new market exploration - this is often an objective of a growing SME.  How do you feel you might approach this? A wise stance would be to:

1. Identify the specific market[s] we feel are most suitable - or the "what";
2. Understand the possible route to defining the markets [e.g. research, visits, meetings, stakeholder contact and so on] - the "how";
3. Decide on who the key people are - internally and externally - and their role in the objective, how they will be informed / instructed;
4. ... most importantly, the element of time is critical in strategic plan implementation, we're all fully versed in the notion of SMART objectives, right? Well, without timing in implementation, we're not likely to realise any real outcomes.  

Another key consideration in implementation? REVIEW. Yup, I'm a staunch advocate of "Plan, Do, Review", so make sure you do just that.  Remember, implementation of any plan is not worth a jot if you can't review its success.  

The Power of Social Enterprise... Harnessing the Social Profit Margin

Copyright: blog.premiersocialmedia.com

A common misconception in the business mindset betimes, is the sense that Social or Community enterprise initiatives are, in some way, less 'profitable' than businesses driven by commercial objectives.

The reality is quite different.

Obviously, it's important to be cognisant of the fact that not-for-profit organisations or ventures are not, in the main, driven by financial outcomes, however, their 'modus operandi' or operational style, should follow a similar rationale to those that are.  Why? Because an awareness of viability and sustainability is hugely important to the growth and development of any enterprise, whether it is generating social or financial profit.

Recent Government reporting has indicated the importance of social enterprise in contributing to a healthier economy in Ireland  -  not simply because social entrepreneurs are recognising the issues "on the ground", but that their awareness and understanding can tackle real problems, or better still,  provide real support to those in need.

As mentioned in the DJEI report, a taskforce and full reporting is set to illuminate the concerns and issues of those seeking to develop or grow a social enterprise.  From my perspective, one of the key cornerstones of social [and indeed creative] enterprise, is the need for clear, concise and non-jargonistic supports - often those starting out in these industries are focused solely on providing a solution, or pursuing a goal motivated by personal experience.  Reams of highly technical lingo or unmodified processes and approaches are not the route to go to support this industry.

That is not to infer that non-commercial entrepreneurs are not business thinkers - they almost certainly are - however their focus is different.  A social or creative profit margin is not motivated or propelled by financial outcomes, but by more focused societal ones - greater awareness, change and impact.

Undoubtedly, the Irish social profit margin will benefit our economy - however, the reality is, we must tailor supports to meet the needs of our social entrepeneurs in order to truly harness their potential.

Impact not intention... use your EQ!

Copyright image: mindfulconstruct.com

As you all know, in a previous life, I was an HR professional - and as a result, the importance of individual and collective capability, in business is something I feel strongly about.  During my time in the HR world, I trained [yes, many didn't know it was possible] in Emotional Intelligence, or EQi.

For those of you not entirely acquainted with the notion of Emotional Intelligence, put simply, it's an approach focused on understanding, more completely, ones own emotions and those of the people we come in contact with.  In my own experience, it helps organisations run more efficiently and also allows those in managerial or leadership positions conduct and manage their business relationships, and organisations in a more fluid and straightforward manner.

So, what am I on about EQ for? Well - because I am continually amazed by the seeming lack of it in business - and business relationships.  Sure, we all find ourselves 'stretched' betimes, and there is often a point at which, in stressful situations, we may find it difficult to self-regulate. HOWEVER, do we think of our reactions in terms of how they might impact us, or potentially, those we work with? Not always.

Another one of my pet subjects is mindfulness, and it sits, very nicely, alongside EQ.  Adopting a stance of being in business as opposed to doing business provides a focus which can undoubtedly add great value to ones working life, as well as fueling more centred, EQ-friendly business relationships with colleagues, staff and clients.

Dovetailing with this blog posts' title - impact not intention... in adopting a more mindful approach to being in business, you're facilitating yourself to think about the impact of the way you behave, communicate and deal with others.

Think back over your recent interactions - any specific one you wish had gone better or more smoothly? A client or customer who you wish had given you a different answer? Staff or colleagues who really 'wound you up'? If you could rewind and change how it played out, would you?

Change your direction and remember: impact not intention.

Growing Pains... and how to manage them...

Photo copyright: webdesignledger.com

As per normal, there was a moment of inspiration for this post... it came about following a series of conversations with SME clients, all juggling the many 'hats' involved in running a developing business.  Operational demands, client and sales development, personnel management, cashflow - the list goes on - and the biggest difficulty? All these various 'hats' draw attention away from the one thing that will guide their way out of 'multi-hat' management... the business strategy.


The undeniable truth of growth in business, is that at times, it can be quite 'painful' - or at least - uncomfortable for those leading it.  Owners, principals, managers, founders all have to change their tack, and become directors or leaders of an evolving organism, which can at times be unruly and challenging as it advances.


There are realities which must be employed in order to harness your SME's growth, and ensure it is on the right track.  They can be difficult to implement, but are necessary nonetheless.


My advice? Make time to step back [hard but absolutely required]. Observe the growth to date in a detached and realistic manner; compare it to that of competitors, colleagues and those you aspire to.  Where do you sit, by comparison? Examine your future plans in line with the current position of the business - what is working, what isn't, what's needed next?


Don't underestimate the efficacy of the SWOT analysis - at every level in your organisation.  Why? Because it will provide you with clarity and insight, as well as an informed viewpoint.  


Undoubtedly, the time needed to build strong scaffolding for your business growth plan is time well-spent, so don't put your growth strategy on hold.  Meeting clients experiencing the discomfort of growth regularly, I know only too well how difficult it may seem to take time 'out' to do the labour-intensive work of planning.  The reality? If it doesn't happen, you risk your business turning into a walking sticky-plastered-leaning-tower-of-Pisa... e.g. functioning, not at an optimum level, and leaning in a hugely questionable direction.


As I regularly say to clients - the one thing that will undermine stress and anxiety in business change - is planning and action.  Why? Because it provides the individuals involved with a real sense of tangible outcomes, instead of merely feeling as if they're simply 'treading water'.  


Next step... implementation... my next blog post!

Share the Vision!

Copyright @ aprilletrupiano.com

Talking with a client yesterday, we stumbled across a subject which lead us into the whole issue of 'sharing the vision'.  Not just with clients, stakeholders and the media - but [and most importantly] with your people.

As you all know, in a previous life, I worked in HR, and can state unequivocally, that I am passionate about staff buy-in.  Why? Because, to utilise the often over-used term, "bringing your people with you" can change the way you do business in a very meaningful way.  Think of what your people bring to your business - in terms of delivery to customers, operational efficiency, management of the organisation - clearly communicating your vision can influence how every role and responsibility is delivered.  How? Through commitment.

Commitment comes in the form of consideration, connection to and full comprehension of a vision.  It means that your people SEE, KNOW and AGREE with your vision.  Your people become followers, advocates, collaborators and supporters of your vision.  Imagine how powerful your business could be, if you shared your vision?

Another Consonant, Carol... Cs, Ps and USPs!

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I found myself driven to write about this following a course I delivered to some start-ups on Market Research.  To contextualise the training, it was a prescribed course [and a valuable one, in fairness] for individuals about to set up a business.  What was my problem, then?  The jargon.

As I continued, with gusto, through the merits of Market Research – how it is a must for your business – on to the jargon of Cs, Ps and USPs, I found my head spinning involuntarily in a sea of pointless consonants. 

These motivated business people didn’t need to listen to the jargon... they wanted simple, clear advice and guidance on how they could de-risk their business idea.

What’s the point of this rant? To be precise; it’s the importance of understanding your market... who’s the competition and most importantly, who’s the customer [and that you have enough of them].  You don’t need Cs and Ps.  You need information, and market research.  Facts, detail and validation is key.  An understanding of why and how you can offer a better, more novel, or effective solution to the customer’s problem. 

More of the same? Check it out here.

In business - it's nice to be nice but it's more important to be professional...

Image - JackMalcolm.com

Definitely one of the defining learning curves for most colleagues, clients and friends in business - the importance of professionalism. Why? Well, let's be honest, as a nationality - we like to be liked. We don't readily warm to the notion of people in some way not thinking we're 'nice' or 'good fun' ...

Why does this pose a problem, I hear you ask? Well. Think, for a moment, of some of the individuals - famous or not - you admire. Ever wonder why they might be respected? Do you think it's because they tell a good joke in the pub or because they deliver a creative solution to a client problem?

Lacking professionalism in our approach to clients, our business, our colleagues - how we communicate, manage and interact - can damage our business's brand in an unimaginable way.

In todays' business climate, it is more important than ever before to ensure that professionalism is at the core of your operation. Reputation for delivery, customer service, attention to detail and attitude - amongst many other things - will decide whether your business will survive [just about] or sustain itself and grow.

Does your business have a reputation for professionalism?

Mini-Musing... Stay On-Target

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Sounds straightforward, doesn't it? Staying on-target. What does it mean to you? Keeping to budgets? Delivering on projects? Sticking to your business plan? Keeping the client relationship sweet?

Actually, it's all of these things and more. Staying on-target means keeping your business's trajectory to the front of your mind, and to the front of those at the centre of decision-making and leadership in your business. Losing sight of how your business is progressing can be catastrophic. Many casualties are resultant from visionary 'slides' which normally occur when a business is functioning successfully... the time during which it is felt that no time or energy is required in the direction of reviewing or adjusting the business model.

Be complacent at your peril, folks - if you don't keep your eye firmly on-target - you may well find yourself at a loss to your competition, or sorrowfully bemoaning the loss of client contracts...

Dignity at Work?

Image copyright: workforcecohesion.org

Suffice to say, it's been quite a while since I handed in my final year thesis on this subject.

The sad news is, since that fateful day [and thankfully a 1:1 - one of very few in my four years at uni!] - I seem to have heard ceaseless stories condemning the very essence of Dignity in the Workplace. I also experienced, first-hand, the impacts of bullying in a work environment.

All most of us want, in a work scenario, is to be treated fairly and provided with the tools [training, support etc] to conduct our job to the best of our ability. Obviously there are other factors, such as remuneration, career opportunities, which need to be considered - but in general, the issues which contribute to staff happiness relate to the environment in which they work.

Since the recession 'bit' in mid-2008, I have heard, first-hand, several stories which alarmed me hugely - from verbal abuse, to isolation / intimidation and, in most instances, overloading. The impact, on the individual is often catastrophic - though the experience may be confined to the working week - its effects are carried through to most areas of the person's life. Confidence, self-belief are damaged, whilst stress and anxiety levels are immediately driven upwards - and frequently, the individual considers that they are responsible, in some way for the behaviour which has been directed at them.

In my own experience, it was overburden and psychological manipulation [the only way I can describe it], which forced me to take stock and redefine my career. I must say that now, I would treat the behaviour I experienced differently, but then I was so ground-down by the daily misery, I simply didn't have the courage. The greatest irony of my experience - I worked in HR. In fact, on one occasion I remember delivering a presentation on Bullying & Harassment, and thinking afterwards, that I could never report such incidents as those I had experienced - no-one would believe me!

Undoubtedly, businesses [small and large] are suffering as a result of the times we find ourselves in, with budgets tightening and internal structures creaking under the weight of heavier workload and less headcount. However, this does not in any way mitigate the responsibility and duty of care required towards those in the employ of the company - if anything, it should point to a more focused policy and heightened awareness.

What Do You Do, Then?

Copyright: mylot.com

As small businesses and start-up companies, we're very attached [for that read, "often obsessed"] with our venture / organisation. Sometimes this level of entrenchment leads to a near-blindness to the realities of business... particularly our client 'message'.

Loving our company, our service or product as much as we do, can lead to a level of misdirected messaging - particularly in relation to the customer we wish to attract.

Reading a recent post by the fantastic Thomson Dawson, entitled "The Seed Of Better Outcomes In Your Business Development Conversations", I was reminded of the conversations I have had with clients again and again in the early [and growth stages] of their businesses. Fearful of cutting out potential leads or projects, they will frequently adopt the “all things to all people” approach... or worse still, struggle to define their actual offering. What this leads to, unfortunately, is a real lack of clarity for both the company itself and its prospective client.

Don’t let this happen to your business! Define your value proposition, products and delivery method... it’ll dictate whether you survive or thrive.

Recession = Regenerated Community?

Image care of puraliving.com

I promised myself I would avoid using the 'R' word in any 2012 blogs, as a rule - however - it's merely a reference in this case...

Noting, as I'm sure many others have, the bandying-about of the word 'community' in this past year or so - I found myself having to swallow a large chunk of my own cynicism of late.

Christmas, a time of togetherness, peace, celebration etc etc - has also developed, over time, a distinct whiff of commercialism [yikes] and can for some, be a time of sadness.

This year, wandering the streets of Dun Laoghaire, I was taken by the effort and thoughtfulness which appeared in celebration of the festive season. The town was illuminated with miniature cabins selling homemade goods, civic buildings ornate with Christmas lighting and new amenities popped up here and there for children and adults to enjoy.

Ah; I hear you say, that sounds like people got their act together and 'organised' - not that simple, methinks. Dun Laoghaire is yet another example of the fervour gripping Irish people - a new need to invent, create, develop, ways of making our town, county, or country - a better place to be. In short, a sense of 'community'.

Is it just possible that in the depths of economic turmoil, we Irish have started to rediscover one of our key attributes? Even my internal cynic hopes so.